Complex adaptive systems are integrated by a conjunction of “objects”. Mathematically, this integration of objects implies a multiplication of their representative factors. If one of them is “zero”, the whole adaptive system doesn’t work.

Adaptive systems cannot allow the existence of zeros. One zero suffices to destroy a system.

The Factor “Zero” is an anti-concept that destroys any adaptive system. It establishes the groundings for inaction, annulment or destruction.

The ontology of the factor “zero” describes how human inaction, annulment or destruction is sustained by a fallacious ethics.

It is the ethics of stagnant survivors that provides them a feeling of superiority based on their capacity to hinder value adding actions in their area of influence.

Factor “zero” is the integration of suspicion, doubt and unawareness in order to avoid the responsibility of an adaptive system and destroy it.

It suffices if one of these elements exists.

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm. http://www.unicist.org/repo/#Unicist

Hypocrisy can be defined as “insincerity by virtue of pretending to have qualities or beliefs that you do not really have”. Its goal is to obtain materialistic, emotional or spiritual benefits.

Thus it is a kind of lie that breaks all the rules of mutual respect and generates others’ internal irritation that necessarily drives to hidden or explicit conflicts. Overselling is a paradigmatic example of hypocrisy in the business world.

Hypocrites cannot be evident. If they are perceived they are naturally expelled. That is why hypocrites develop a subtle or explicit way to seduce their counterparts in order to obtain the benefit they seek for.

Hypocrites only accept to be judged by their intentions while they judge others because of their actions and intentions. Their intentions are always good while the actions and the intentions of others need to be judged. As their intentions are “always good” they do not need to amend the damages they produce.

Hypocrites need to kill the objectivity of all they touch. They are a frequent specimen in environments where ideologies, truth and ethics prevail. They are naturally excluded in any “down to earth” environment.

As objectiveness cannot be accepted by hypocrites, it becomes their antidote. Objectiveness is perceived by them as the “devil” while they pretend to be objective.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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Institutional archetypes emulate the Ontogenetic Intelligence of Nature and evolve according to the Unicist Theory of Evolution.

The archetype of a business defines its power. Power implies the capacity of a business to produce an amount of work per unit of time. Therefore power defines the influence and speed of a business. Thus the speed of a business is based on the archetype of the company.

It has to be considered that the archetype of a country establishes the gravitational forces that drive the values of a Company.

This implies that industrial businesses are strongly influenced by the archetypes of their original country. Only Global Businesses are not driven by the archetype of the country where they began. The Rotary Club is an example of this case.

Apple is a self-evident example of the context of the American Archetype.

The power of businesses depends on their archetypes. Structurally, we can define five different archetypes that define different levels of influential power of companies:

1) Local
2) Multi-local
3) International
4) Multinational
5) Global

Understanding the company’s archetype allows us to define what kind of businesses can be developed.

Alliances increase power

It is self-evident that alliances increase the power of their participants.

Complementary alliances produce stable increases of the power because they are based on the complementation of their strengths. Supplementary alliances only produce transitory increases of the power because they are based on the reinforcement of weaknesses.

Although the opposite is said in public, businesses with a high power of influence are not welcome in countries with low power archetypes. This knowledge allows defining how to work in which countries.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

If you would like to receive monthly information on this blog, please register here.

A navigator is the person on board of a ship or aircraft responsible for its navigation. The navigator is not the captain, but provides the information to the captain in order to make adequate decisions. Therefore, the navigator’s primary responsibility is to be aware of the ship or aircraft’s position at all times.

A Navigator on the Internet is an object that substitutes the individual that navigates a ship or airplane to position the user in the World Wide Web.

In business there are many activities that are homologous to navigators:

In order to benchmark Mozilla’s experience we would consider that it is a way to navigate the Internet providing alternatives to the “captain” in order to use the platform as a tool to develop the activity s/he has planned.

The Microsoft Internet Explorer (IE) is simpler. It provides basically a rigid navigation platform to ensure that individuals can access information. IE doesn’t pretend to be an adaptive platform. It pretends to be a simple access to the Internet. Thus it is the natural navigator for individuals who just use Internet as an access to information.

The more participative the design of the navigators, the more flexible they can work. The more flexible they are, the higher the level of the “persons” to deal with them.

Mozilla is an example that can only be benchmarked if it is experienced in real use, as well as its comparison with the Internet Explorer Concept.

This benchmark will help you design adaptive systems. The Unicist Standard allows developing flexible designs with quality assurance.

We recommend listening to John Lilly’s lecture, CEO of Mozilla. You will access the core fundamental of Mozilla’s success.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

Unilever is a world leader that manages leadership based on an institutional approach. The nature of leadership defines how organizations integrate hardware, software and peopleware.

The Unicist Standard in leadership deals with Object Driven Leadership that allows leading without needing to exert power but in extreme chaotic situations.

The key is integrating the authority of the leader with an adequate participation within a context of power.

But the question here is: Which are the fundamentals of leadership?

You can find the information on the nature of leadership presented by Unilever’s Global Head of HR, Sandy Ogg, who reflects on the recent changes and directions at Unilever and the role of HR and Leadership: http://www.youtube.com/watch?v=fMcHnabCNXo

In two weeks you will find a response to the fundamentals of leadership on this blog.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

As Nikola Tesla laid the groundings for “Innovative Research Laboratories”, Thomas A. Edison laid the groundings for “Product Development Laboratories.”

The unicist standard for business strategy allows defining the fundamentals of General Electric’s business in order to benchmark its experiences.

General Electric was born together with the “Product Development Laboratories” of Thomas A. Edison. Thus General Electric’s business concept is driven by research in all the fields where it considers there is a possibility to generate added value to the market.

In the development of innovations, the minimum strategy drives toward the building of social capital. This is the central fundamental of General Electric and it is sustained by the diversified “Product Development Laboratories” they have around the world.

General Electric is a leading firm in the different fields it works because, besides being extremely innovative, it is Market Value Adding focused.

Being focused on market value adding allows developing useful researches and strengthening the market bonds by improving the social capital in the environment.

The structural approach to innovations developed by General Electric is an “extreme” benchmark for innovative businesses.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.

We consider that the core fundamental of Apple is aesthetics. But aesthetics is not beauty. It goes beyond.

Apple products are aesthetic because they complete the needs of their prospect clients, they are desirable and harmonic. They also include inaccessible aspects that basically deal with innovative technology.

It can be said that the integration of an innovative technology with the fulfillment of latent needs are the core fundamentals that drive Apple’s business.

Steve Jobs is a doer himself

“Doers make things happen. Therefore, more than ever before, it is time for doers in the world.”

Doers are very special individuals. They are basically individuals whose fulfillment is based on doing transcendent things. They need to achieve what they have decided to do. When things cannot be done the easy way, they find the necessary path to make things happen.

“The world is built by doers and enjoyed by followers”. The joy of doers is in the deed itself.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.

The Unicist Standard in Object Driven Learning fosters a conscious approach to better adapt to the environment by increasing the added value delivered.

Conscious approaches to reality imply being able to develop strategies by solving problems or building solutions, by forecasting what will happen in an environment and by developing operational solutions to materialize the added value.

The discovery of the ontology of human learning opened the frontiers of knowledge to design educational processes, integrating both extremes: the learning of operational processes and the learning of strategic approaches to reality.

When the same knowledge acquisition tools that are used in operational fields are applied to the learning of strategic approaches, they produce paradoxical results, and the same happens when strategic approaches are used for operational fields.

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.